Over the last six months I’ve been comparing the information technology (IT) inventory in a number of Latvian companies with their global industry peers. PwC makes a comparison in the course of developing a company’s IT strategy or assessing its digital transformation maturity. For comparison purposes we use similar corporate indicators gathered by the American Productivity & Quality Center, a leading global authority, and surveys of IT practices in various industries. The results show a systemic trend.
When it comes to the IT function’s internal comparables, such as app development and maintenance costs as a percentage of total IT cost, or app subscription and licence costs as a percentage of total IT cost, Latvian companies fit into the group of comparables with no significant deviations. This suggests our IT managers are able to organise their IT processes and systems architecture and balance risks according to the industry’s best practices.
A sad scene unfolds in the group of comparables on IT’s added value in business, such as IT cost, number of apps or IT professionals’ FTEs per EUR 1k revenue. In this group, Latvian companies rank 3–7 times as low as their industry peers. My take on this is that IT cost in Latvian companies compares well with their global peers but their income, customer count, transaction frequency, etc. are unable to utilise their IT infrastructure sufficiently – other companies generate more revenue with the same IT infrastructure, systems and professionals.
When looking at these Latvian IT comparables, I see an analogy with what Nokia CEO Stephen Elop said at the January press conference announcing the sale of Nokia to Microsoft: “We didn’t do anything wrong, but somehow we lost.” Latvian companies should be earning more. IT professionals keep explaining to other staff what advantages technology has and how they can work better, faster and more efficiently using the same system. Workers need to embrace their corporate technology and make the best use of it every day.
If you have any comments on this article please email them to lv_mindlink@pwc.com
Ask questionEvery five years or so, each information technology (IT) officer looks back at performance and builds a new corporate IT strategy. A benchmarking study that involves comparing your current IT governance parameters with similar companies is an integral part of strategic planning. Comparable parameters (e.g. IT costs per user or per euro earned, the percentage of technology maintenance costs in total technology costs, or the number of computer hardware units to be serviced per specialist full-time equivalent) depend on the database you’re using, they’re easy to understand, and selecting them raises no questions.
One day I tried out Copilot for Microsoft 365 and realised this GenAI tool isn’t going to replace me at PwC but it will certainly change my daily life. PwC Latvia has been a Microsoft partner since last Christmas, and I’ve been encouraging Latvian companies to test Copilot’s capabilities. Each company can come up with its own scenario and see how it can benefit from using GenAI. It’s important that your company has its own task where it expects added value from GenAI. It wouldn’t be right to use the technology ‘unattended’ and laugh about images it generates with two-headed persons or about Neil Armstrong being hailed as the first astronaut. Below I offer my scenario and findings.
Generative artificial intelligence (GenAI) has become an essential business tool that helps companies optimise their processes, improve efficiencies and cut costs. However, to better understand GenAI’s impact on finances, it’s important to consider the cost of this tool from different aspects.
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